Find Your Project's Business Case And Compelling Story

Does your most important project include a financial business case AND a compelling story?

I've noticed that project leaders tend to forget one or the other. You need both. Why? Because half of the world is laser-sharp focused on the financials while the other half cares about the financials but needs a compelling story.

A compelling story is the cool reason why you are doing a project. It's the people side. It's the part that when the project is finished makes you and your constituents feel warm and fuzzy.

Maybe you're not a warm-and-fuzzy kind of person. I'm not. But, I've learned that the chances of sustaining support and achieving the project goals improves dramatically when the project includes both a business case and a compelling story.

The business case shows the financial impact of your project on the organization. It shows how will your project improve your results in any of these areas:

Revenue
Expenses
Customer Happiness
Team Member Happiness
Compliance
Social Responsibility

The business case is there - as the project leader you must articulate it. As long as your project is supporting and improving one of those six big financial impact areas you should have all the support that you need. The minute it doesn't, though the support can drain away.

The compelling story creates the excitement, the verve, the coolness that you need to get past the finish line. Oh yes, and it makes you a hero. Wouldn't that be nice?

Every project requiring cooperation needs a business case and a compelling, emotional story.

What's your story?

-- Doug Smith

Comments

Fix The Problem

Fighting a problem does not require us to fight other people. We don't need to agitate when we can collaborate. Fix the problem (which is likely caused by flaws in the process, design, or environment) and the people will be fine. -- doug smith

To Be The Best

You could rely on luck. You could depend on inheritance. Maybe you could fake it until you make it. All of those courses of action are unreliable. As an old friend used to say about buying lottery tickets: "It's for people who think that the answer is outside of themselves." To be the best work harder than the rest. That's the only secret formula you need. -- doug smith

Gain That Personal Input

Do you like it when other people make decisions for you? Me, either -- and neither do the people on your team. That's all the more true about decisions that become, or feel like, rules. Our inner rebel will rise. A rule we didn't make seems much easier to break. If you want your team to keep certain rules, first find out how they feel about those rules. -- doug smith

Build The Right Connections

Build the connections that strengthen your team and release the ones that tether your team to trouble. What we hold tight might not be what we need now. Deliberate connection just might take your full attention. -- doug smith

No Crystal Ball

"My crystal ball is broken and all the snow has dried up..." says my friend Linda whenever someone expects her to read their mind or tell the future. The information is not available. We can spend a lot of time looking for shortcuts. What passes for an insight could be instead a slight. With all the tools and software we have available we still do not have workable crystal balls. My job might be easier if I had a crystal ball, but if I did have a crystal ball then I wouldn't be needed. Worth considering? Let's not fear the future. Let's do the work that's right in front of us while keeping sight of our mission. -- doug smith

Leveraging Shared Problems

As frustrating as it is, some people don't care about your problem until you make it their problem, too. But you don't have to manipulate them into it. Talk about it. Share your concerns. Find the connections and you'll also find their investment. Once they are in, collaboration is far more likely. -- doug smith

To Be Noble...

Goals have the power to change us, to form us, to set us up for success -- or less. But, they should serve more than your own intentions. Great goals also serve others. Make sure that your goals are noble because they will direct your behavior. And, you do want to be considered noble, don't you? -- doug smith

Thriving Teams

Thriving leaders thrive as their teams thrive. It's a partnership. It's a deal. It takes constant support and service to sustain a high performance team. Thriving leaders recruit with the enthusiasm they show for their team. People can tell when your team is cohesive, cooperative, and collaborative and people crave that for themselves. Create and support a team that supports each other and others will rally to the cause. You have no weak links. You have no poor performers. You have no superstars. You do have team members who need your guidance and support. That's the role of a leader. -- doug smith

Broken Trust?

It hurts when a trust has been broken. It might even feel unforgivable. It should be possible for someone who has broken trust to rebuild it -- but it won't be fast, and it won't be easy. When in doubt, for all you are worth, maintain that trust. -- doug smith

What Can't Be Monetized?

This is controversial in a capitalist society (which is a great choice for a society while also being deeply flawed.) You may disagree and that's fine. You may agree, and that's OK, too. It's just a notion, but feels true: What matters most cannot be monetized. Or, if it IS monetized loses its value: love kindness devotion loyalty trust compassion Emotions, feelings, relationships, and core character. We cannot cheapen it by placing a cost. As leaders, we have an obligation to achieve our goals -- yes. And often that means making more money. We also have a (call it sacred) obligation to the higher ground of ethical, moral behavior in our leadership. love kindneess devotion loyalty trust compassion... What else would you add to the list? -- doug smith

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